Journal of Mechanical Engineering and Automation 2015, 5(3B): 69-75

DOI: 10.5923/c.jmea.201502.14

Value Stream Mapping and Value Stream Design in a

Complex Diesel Pump Production Flow: A Case Study
Sudhakar S.
Mechanical Engineering department, ITM UNIVERSITY, Gurgaon, India

Abstract

Value Stream Mapping refers to the process that involves the extraction of waste from production,
manufacturing and corporate processes. This process is done with the use of identification and elimination or simply applying
uniformity in the undesirable phases. The entire process is depicted using a flow diagram so that the current state of the
complete operation can be reflected. In each phase, the non-value operations are fetched along with the identification of
overhead of time as well as resources. The complete process or operation is investigated so that the minimum complexity can
be achieved. With reduction in wastefulness the overall performance and throughput is increased in the proposed system.
Using this approach, the redesigned and reformed process is having more efficiency and effectiveness.

Keywords VSM, VSD, VAT, NVAT, FIFO, Current state map, Cycle time, Future state map, Lead time, Takt time,
Value Stream Mapping

1. Introduction
Since 1980, the Toyota, Japan is having significant
success rate with the use of Value Stream Mapping (VSM).
This methodology is considered as one of the systematic
approaches for identification and avoidance of the non value
added time involved in the manufacturing process [7]. This
approach was devised by the work of Tiichi Ohno, Toyota in
the decade of 1960s and 1970s. Most recently, VSM is being
used in the re-engineering processes as it involves the
extraction and identification of avoidable resources and
efforts to simplify the manufacturing process [5].
The end-to-end cluster or collection of the activities which
creates the value for customer is referred a value stream map
[1]. The value stream indicates all the operations including
value added as well as non-value based which are required
for the product to be part of main flow which is essential in
the production process. It involves transformation of raw
material to the client end [4]. Classical symbols, terms and
enhancement methods assist VSM so that it can be used as
communication method including internal as well as in the
external community space.
VSM is an extraordinary device [10] that integrates the
process in which visual map of the information flow as well
as materials is there. The operation involves the state
mapping for future point of view for higher performance,
to minimize production cost and to achieve high integrity
* Corresponding author:
sudhakar.mech21@gmail.com (Sudhakar S.)
Published online at http://journal.sapub.org/jmea
Copyright 2015 Scientific & Academic Publishing. All Rights Reserved

[14]. Using this approach, assorted parameters can be viewed

including change over time, stage wise inventory, manpower,
information flow and station cycle time. VSM assist and
empower the organization to view the whole operation
process in the current as well as futuristic state that devise the
road map and path towards the prioritization or the projects
and related tasks so that the gap can be shortened between
current and the advanced state [4].
To propose and defend the research work, a number of
research papers were analyzed. Following are the excerpts
from the different research work performed by number of
academicians and researchers.
The renowned academicians McDonald et. al. (2002),
Lian et. al., (2002), and Abdulmalek et al. (2007) [1]
simulate and integrate VSM for analyzing the actual usage
and implementation aspects. A number of simulation suites
including eVSM are available on Internet which allows the
simulation of VSM to check the performance on multiple
parameters. This software suite integrates the dynamic view
which the real time behavior can be depicted and
investigated for the proposed outcome. Using such products,
the flexibility as well the availability of information can be
improved a lot.
Chitturi et. al (2007) describes the practical aspects like
Takt time measurement, process improvements and the
handling aspects using classical VSM. This work also
explains the data collection issues and stages for improved
performance.
Grewal C. et. al (2008) [2] illustrates the lean
methodology and the aspects by which VSM can be
associated in small organization or company. This paper
describes VSM as a dominant tool for identification of the

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Sudhakar S.: Value Stream Mapping and Value Stream Design in a

Complex Diesel Pump Production Flow: A Case Study

problematic areas and the scope of improvements.

Ibon (2008) [4] deem VSM as an effective and appropriate
tool for redesigning the production scenarios.
The electrical and electronics industry adopted the
principle of lean manufacturing in the late millennia. Wong
(2009) [5] who had studied the concept has considered
various disciplines like inventory, work processes,
scheduling, material handling equipment, customers,
suppliers, employees, ergonomics, culture and management
for the implementation.
The concept for the creation of dynamic value maps of a
system using simulation are presented in the paper by Petter
Solding in 2009 [6]. By the creation of dynamic stream maps
its plausible to analyze more complicated and canonical
VSMs. The results can be visualized in the language the
Lean Tools by VSMs.
The Toyota production system utilizes an evolutionary
and efficient technique that declines the overall cost and time
taken while challenging every minute activity involved in the
value stream. Ohno (1998) [7] had identified the concept and
named the concept "Five whys" as to adding a why after each
possible response and why to a particular activity it may be
possible to understand the root cause of a problem and
assistance is effective redesign.
S. Vinodh, K.R Arvind, M. Somnaathan, 2010. [9] Paper
represents the use of Value Stream Mapping as one of the
Lean technique to minimize non value added activities and
improved procedures and productivity in case of stiffer cam
shaft assembly in India.

2. Objective of Present Work

Improving quality, decreasing costs and fast delivery are
necessary for the better system productivity thus it poses a
great concern to the automotive suppliers these days. To
remain competitive and to run the system with maximum
efficiencies, the waste production from the value stream
must be properly identified.
A huge number of different types of products are produced
in a small volume thus aiding to a process called production.
Each production shop has a number of machine centers, each
of which performing a fundamentally distinct type of activity.
The overall cost of production is augmented by long queues,
delayed delivery processes, unfair utilization of the working
machinery and high load of work in process inventories. The
goal of the current addendum is to utilize customized
products which are produced in small batch sizes as per
customer requirement thus supplementing global
competitiveness.
Manufacturing and processing the small sized batches
leads to adjustment in production flow in different
processing speeds as per the processes. To reduce the
variability of processes including fault free production
schema, additional pre processing of the material and to
degradation in non value-added services like movement of
raw material between various work processes an accurate

and intensive monitoring is required thus aiding to

competitive manufacturing.
The identification and removal of waste by implementing
the lean principle and Value Stream mapping the
productivity of the current scheme is improved. This work
focuses the attention on VSMs toolkit that assist in cutting
lead timing, increasing the efficiency, quality and
productivity of a company [13]. The goal of Value Stream
Mapping in the working environment is to depict and
degrade waste production during the process and thus
showcasing the opportunities that impact the net production
schema of a system [11].

3. Case Study
A case an empirical case study is executed and
accomplished in the live automobile industry Bosch India
Ltd., Bangalore, India. A production line as opted for the
present study in which the product titled Element is
manufactured that is part of the diesel fuel injection pump.
The sub assembly part involves Barrel and Plunger
respectively. The client demand for this specific product is
1320 units per day and the takt time associated with the
customer is 58.5 seconds every product.
Around 150 products or items are in manufacturing
process in that specific organization. The selection of inner
wheel housing is done as it is one of the most vital products
from the view point of safety and debacle issues.
Takt Time = (Time Available Demand of the Customer)
= 7.15 * 6.18 * 6 * 4 / 1320 = 12.92 s/item
Per Day Shifts = 3
Working Days in the Organization = 27
Network Time Slot per Day = 1320 Min.
Per Day Forecast Demand (Max.) = 2390 units
Production Capacity (Per Day) =[350 * 2 * (2)] = 2100
units / day
3.1. VSM & VSD Methodology
To initiate the improvements in the production by
identification of the superfluous entities and removal using
lean principle, VSM is considered as the best tool as
compared to others [12]. The VSM refers to the specialized
tool with visualization that is diverted towards Toyota
version associated with the lean manufacturing. It assists to
comprehend and realize the uniform manufacturing process
using lean manufacturing. The key purpose of VSM is the
identification, demonstration and decreasing the waste in the
manufacturing process. A number of steps are implemented
for VSM integration and explained here.
Step 1 Define Value Stream (Choose Product Family):
Selection of a product is one of the utmost important phase
that is to be followed. Value stream will be maintained as per
the customer requirements. Therefore mapping should be
done for a single item or product (products of a family).
Selection of product family (Part Number 9 411 038 341 9

Journal of Mechanical Engineering and Automation 2015, 5(3B): 69-75

71

411 038 321 9 411 038 322 9 411 038 323) that navigates via
similar execution steps and the common tool involved in the
processes are term as runner that is planned.
Step 2 Mapping of the flow of Material: Identifying the
material flow beginning from purveyor to client. It involves
the logging of the delivery frequency, quantities and then
appending to VSM diagram which involves the drawing of
material flow and information of suppliers for the decisive
components.
Step 3: Map the information flow: Information flow is
drawn for production schedules, communication, interaction,
ordering, and forecast.
Step 4: Calculating the total lead time: Total Lead time
gives the total time taken by a product to be processed from
raw material to the finished element. It is found by adding the
value added time and non value added time for each process.
Value added time (VAT) is the time of work that actually
transforms the product thereby increasing its value.

assembly process lead time = maximum (5.71 days, 5.079

days) + 3.10 days = 8.81 days.
The total lead time arrived alone is 8.81 days, this is equal
to one week working inventory. From the VSM it is observed
that the value added time is 1.411 days. This suggests that
there is tremendous scope for improvement. After mapping
the current situation of the line, it is proposed to improve the
present conditions to achieve an optimal state, by reducing
manufacturing lead time, work in process and bottleneck in
the line with the help of lean principles.
Part of this process involves identifying the lean tools such
as finish goods super market and improvement methods such
as 5S and quick change over ensuring to meet quality and
delivery requirement to customers. Before starting the value
stream design, a brain storming is done with planners to
understand the hidden waste existing in the line. In the
process of fulfilling the objectives of this study, steps are
taken to improve are

Non value added time (NVAT) is the time the work spends
in inventory or stocks. This time does not add any value to
the product. In the VSM chart, two parallel lines are drawn.
These were divided corresponding to the number of
inventories and processes. For each process, the lead time
was noted down as VAT on the lower line in seconds. For
each inventory, the inventory size was divided by the
demand to give the NVAT in days.
Total lead time for each process was calculated by adding
the VAT and NVAT and was obtained in days. The total
process lead time was found by adding the maximum of the
lead times of barrel and plunger to the element lead time.
After the mapping of process and information flow, the
completion of the data boxes are completed, inventories are
collected taking into the details of supply, delivery, internal
milk run, total lead time. The value stream mapping is
completed after putting all these data together. For the Current Value Stream Map, calculated the individual lead times
for the barrel, plunger and assembly processes are calculated.
Analysis of the VSM chart is done to identify sources of
waste and points for improvement. These are marked on the
VSM chart as CIP (Continuous Improvement Process)
flashes. After documentation of the current state,
identification of the value stream metrics is carried out which
helps to achieve the future state goals. Lean metrics provide
tools that help to drive continuous improvements and waste
elimination. Some of the lean metrics identified are Total
value stream WIP in days, Total value stream lead time in
days. Total value stream WIP is calculated considering the
entire inventory on hand between successive work stations
from raw material to finish goods within the value stream
line 5 followed by calculating Total lead time, for this WIP is
converted to days by using customer demand per day and all
individual process cycle time. Large inventory sizes between
each process causes increase in NVAT, which was found in
Barrel process is 5.71 days, Plunger process is 5.079 days &
Assembly process is of 3.10 Days.
Therefore, Total lead time = maximum (Barrel, plunger) +

Determining the takt time for customers future demand.

Determining the existing capacity of the line
Deciding whether safety or buffer stock is required.
Determining the necessity of supermarket to meet
customer demand
Determining which improvement methods to be used.
By analyzing the data gathered from VSM and VSD, it
is found that in process inventories which is present
between the workstations, is the cause for more lead
time of the line and also no clear information is there for
the preceding workstations, as required by the
succeeding workstation.
Some of steps that has been used are:
Ancillarisation (outsourcing) of plunger soft stage and
converting all plungers to STL can reduce the Lead time.
FIFO (First in first out) implementation between different
inspection stages to eliminate inventories between these
processes.
Increasing the milk runner frequency between Heat
treatment plant and logistics department to reduce piling up
of stocks.
Removal of unwanted inventories at the end of the last
process in each stage by placing super market.
Due to large changeover time in processes such as barrel
pre-honing and FMG, capacity of the line is low. Use of a
spare machine to take the load during changeover will help
maintain production and improve capacity and the same is
represented in the future information flow diagram as shown
in figure 1.

4. Results and Discussion

When cycle time for each process is compared with takt
time it is found that cycle time of final assembly process
exceeds the takt time so there is need to improve the process
capability of finish match grinding process to meet the
demand of customer within the time.

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Sudhakar S.: Value Stream Mapping and Value Stream Design in a

Complex Diesel Pump Production Flow: A Case Study

So it can be improved by using various lean tools but here

we are improving the cycle time of finish match grinding
process by finish goods super market, FIFO system &
increased milk run frequency leads to reduction in total lead
time of assembly process with the help VSM and VSD
(Figure 1 and figure 2).

Shorter lead time, increases the probability of identifying

true root cause for the problems and implementing the
corrective actions.
In addition, reduced work in process inventory in the line
leads to accumulation of parts in front of critical machines
enabling the identification of bottlenecks in the line.

Table 1. COMPARISON OF Results drawn from the value stream design

line 5 of element manufacture

2. Overall equipment effectiveness (OEE) is the way to

monitor and improve the efficiency of the
manufacturing processes. OEE has become an accepted
management tool to measure and evaluate plants
efficiency and effectiveness and thus productivity.
Figure 2 shows the OEE for before and after
implementation of pull system for all the processes in
the assembly loop of line 5. It can be observed from
figure that OEE shows definite improvement for all the
processes. The average improvement in OEE of line 5
after implanting pull system is 6%. Improving OEE of
the line have the following benefits; Less number of
change overs in the ma- chine and Improved utilization
of machines.
3. Increase in customer fulfilment

SL
No
1

Metrics

Push
system

Pull system Improvement

Manufacturing lead time

(In Days)
Barrel loop

6.511

3.801

2.71 Days

Plunger loop

5.699

3.27

2.429 Days

Assembly loop

1.789

1.299

0.49 Days

Total Lead Time (In Days)

8.3

5.1

3.2 Days

OEE

71%

82 %

11 %

Customer fulfillment

85%

93 %

8%

The following paragraphs illustrate the improvements

achieved by adopting the pull system in line 5.
Reduction of non value added time in the barrel, plunger
and assembly loops due to the implementation of kanban and
FIFO principle enabled the production line to produce the
required parts with reduced lead time.
Reduced lead time in barrel loop = 2.71 days. Reduced
lead time in plunger loop = 2.429 days. Reduced lead time in
assembly loop = 0.49 days. Reducing the lead time will have
the following benefits:
Shorter the lead time, quicker the delivery of products to
the customer.
Shorter lead time solves many customer problems
(shortages of finished parts, inventory levels, etc.) thereby
increasing customer satisfaction and give the flexibility to
change schedules and priorities more quickly.
Shorter lead time increases the probability of identifying
true root cause for the problems and implementing the
corrective actions.
In addition, reduced work in process inventory in the line
leads to accumulation of parts in front of critical machines
enabling the identification of bottlenecks in the line.
1. Overall equipment effectiveness (OEE) is the way to
monitor and improve the efficiency of the
manufacturing processes. OEE has become an accepted
management tool to measure and evaluate plants
efficiency and effectiveness and thus productivity.
Figure 2 shows the OEE for before and after
implementation of pull system for all the processes in
the assembly loop of line 5. It can be observed from
figure that Shorter lead time solves many customer
problems (shortages of finished parts, inventory levels,
etc.) thereby increasing customer satisfaction and give
the flexibility to change schedules and priorities more
quickly.

On time delivery of the parts to the customer improves and

the customer fulfilment increased from 85% to 93%. This
means speed of delivery of the finished parts to the customer
increases, resulting in better customer satisfaction.

Figure 1. Shows the lead time of plunger, barrel & assembly loop before
and after conditions

Figure 2. OEE improvements in assembly loop of line 5

Journal of Mechanical Engineering and Automation 2015, 5(3B): 69-75

Figure 3. Value stream mapping of line 5 part-I and part-II

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Sudhakar S.: Value Stream Mapping and Value Stream Design in a

Complex Diesel Pump Production Flow: A Case Study

Figure 4. Value stream design of line 5 part-I and part-II

Figure 5.

Journal of Mechanical Engineering and Automation 2015, 5(3B): 69-75

75

5. Conclusions

REFERENCES

The use of value stream mapping and value stream design

to control production has been widely practiced by Japanese
for simplicity and visibility it offers on the shop floor.
However it special skins and clear understanding of
manufacturing system to interpret value stream map and to
difine the future improved value stream design.
In this paper, the role of VSM and VSD in a JIT
production system was discussed in the context of
maintaining a minimum level of in-process inventory level.
A case study model is presented to better aid planners to
identify hideen wastes in the shop floor at each workstation
in the system.
After carrying out the implementation of pull system in
line 5 of element manufacturing department of Bosch India
ltd, the many improvements in the line is achieved. Present
study used the method of calculating the number of kanbans
for pull system implementation considering the effect of
bottleneck in the line, OEE and lot size conceptualization.
VSM and VSD techniques used in the line helped to identify
the hidden waste present in the production shop floor. From
these results, the following conclusions are drawn.
The manufacturing lead time of the line 5 i.e. plunger,
barrel and assembly loops lead times are greatly reduced by
implementing kanban system with the help of value stream
design. The total lead time in the line reduced from 8.3 days
to 5.1 days, leading to 39% reduction in manufacturing lead
time.
Implementing FIFO principle in line 5 reduces in process
inventory in between the workstations of the line, thereby
avoiding the effects of bottlenecks in the line.
The present work reveals VSM and VSD techniques are
required to identify the hidden wastes, present in the
production shop floor.
Reduced lead time and minimizing the effect bottlenecks
in the line helps to achieve better production output, which
enables the line to cater to the customer demand more
efficiently. There is an increased customer fulfillment by 8%.
Due to the impact of improved material and information flow
in the line, there is no waiting for the material in the work
stations, which minimizes the number of changeovers in the
machines, this increasing OEE of the machines by an
average of 6%.
Lean production means continuous improvement, we must
keep on changing future state into current state that will not
end during our life. VSM have been proven to be a greatly
useful tool to eliminate some waste in a cycle and find there
are more waste for you to eliminate in next cycle, during
which lean becomes a habit or culture.

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